The stage of aging society in Thailand has resulted in a decline of working population. Additionally, ineffective retirement planning may result in financial insecurity after retirement. This study aims to study the relationship between demographic characteristics of Thai industrial workers and their decision to work and tendency to become family and social burdens after retirement. A sample of 846 industrial workers from every region in Thailand—the Central, North, East, West, South, and North-East—was employed based on the quota sampling approach and intercept survey. Pearson chi-square tests and ordered logit regression modellings were used to analyze the relationships. The research results demonstrate that industrial laborers with marriage history intend to continue working after the age of sixty, which is the regular retirement age in Thailand. Additionally, this study shows that the level of education has a quadratic relationship with the intention to work after retirement. With regard to expectation to become a societal burden after retirement, psychologically the higher the laborers’ income, the more tendencies they have to be scared of becoming a societal burden. The quadratic relationship is also presented between industrial laborers’ ages and their expectation to become societal burdens after retirement. Finally, this study recommends the following to both the Thai government and private sectors: 1) supporting a career after retirement for retired industrial workers; 2) enhancing the elderly’s revenue assurance by encouraging the young to save for their retirement; and 3) improving the quality of elderly care policy.
The aim of this study was to investigate the role of emotional intelligence (EQ) to develop the knowledge, skills, attitude, and values of leaders in their working environment. Research affirms that EQ is equally important as the cognitive abilities (IQ) and technical skills for leaders to demonstrate. This study investigated whether leaders who had a high level of EQ would be imbued with collegial skills. On the flip side, another objective of this study was to determine the notion of tobephobic leadership and how this affected the job satisfaction of employees. Four hundred and seventy-four respondents participated in this quantitative study. They were required to complete a structured questionnaire that examined their leaders’ intrapersonal and interpersonal emotionally intelligent behaviours (EIBs). What emanates from this exploratory study is that leaders who lacked EIBs adopted a tobephobic approach, consequently creating anxiety and stress in the workplace. In contrast, exemplary collegial leaders who effectively used both IQ and EQ inspired the best from their workers and sustained high performance individuals, teams, and organizations. This research strongly suggests that the complexities of organizations require a new focus on collegial leadership, as opposed to tobephobic leadership, that extends far beyond possessing IQ alone. Furthermore, this study reveals that EQ is not in opposition to IQ, but it is an extension of the leaders’ potential to succeed. Of necessity, traditional cognitive intelligence (IQ) must be combined with non-cognitive intelligence (EQ) to help leaders perform at their best and inspire their employees to be successful and happy.
In the light of today’s rapidly changing, globalized economy and the pressure it puts on organizations to recruit and retain human capital, employee satisfaction has become a prerequisite for organizational success. An organization’s benefit system can play an essential role in this aspect. Taking into consideration that paid parental leaves are being offered by the majority of countries worldwide, while the United States is the only industrialized nation that does not offer paid parental leave to working parents, this study compared the influence of paid parental leave (PPL) on employee benefit satisfaction and its effects on job satisfaction and turnover intentions in the United States and Germany. It presents research undertaken on two sample groups of 108 part-time and full-time employees of childbearing age (n = 54 United States, n = 54 Germany). The central finding of this study is that employees with access to PPL have significantly higher levels of benefit and job satisfaction. While results showed no significant difference between German and American participants in benefit satisfaction, job satisfaction and turnover intentions, they revealed that employees with high levels of benefit satisfaction scored significantly higher on the job satisfaction scale and showed significantly lower turnover intentions. Results from a mediation analysis using the PROCESS Macro for SPSS, indicated that benefit satisfaction mediates the relationship between job satisfaction and turnover intentions. Practical implications of this study apply to HR practices regarding organizational benefit systems and family friendly policies. By providing PPL to the changing workforce, organizations can increase their employees’ benefit satisfaction, which in turn can help to improve job satisfaction and reduce turnover rates. Therefore, PPL presents itself not only as an effective way for companies to promote the commitment and loyalty of their employees but also as a strategic business advantage in the competition for human capital.